Organization Behavior and Decision Making Assignment

Added on - Oct 2019

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ORGANIZATIONBEHAVIOR
TABLE OF CONTENTSINTRODUCTION...........................................................................................................................3ARTICLE SUMMARY...................................................................................................................3ARTICLE ANALYSIS....................................................................................................................5ARTICLE COMPARISON.............................................................................................................7DISCUSSION..................................................................................................................................7Conclusion...................................................................................................................................7Recommendations........................................................................................................................8REFERENCES................................................................................................................................9APPENDIX....................................................................................................................................10
Figure 1: Copy of the first page of Article 111Figure 2: Copy of the first page of Article 212Figure 3: Copy of the first page of Article 313
INTRODUCTIONPower and over-confident decision-making are directly related to each other becauseoften leaders in power take decisions without enquiring and taking advice. Thinking that theyhave enough experience and this leads to devastating results (Bratteteig and Wagner, 2012). Thecase of BP in 2009 is well known to everyone where overconfidence leads to the massivedestruction in underwater. Oil was well located in the Gulf of Mexico which has potential riskassociated with it, but the executive of BP confidently down played it. However, months later, anoil rig exploded which killed 11 workers and resulted in massive oil leak which reached tothousand miles underwater. This disaster could have avoided by taking safety precautions but theoverconfidence of the executive who was in power, lead to this devastation. Therefore, it is saidthat power is generally co-related with the over-confident decision-making. Furthermore, thisreport describes the decision-making the process by power-holders over utilizing theirexperience. Basically, the present report describes how power can fuel up overconfidence whichmay result in bad decision-making by people in leadership positions (Tzeng and Huang, 2011).Moreover, the researcher has also pointed to a fundamental truth of the business world thatdecision-making can be hindered by unconstrained power and this is also applicable for apolitical leader as well and is not limited to only business leaders.The three articles revolve around power and decision-making process and describe thenature and decision-making process of a human being. Therefore, these three articles can benamed as human psychology. Moreover, this project report demonstrates the link between theeffect of power and the human’s thought process. From this report, one can get informationregarding the decision-making done by the power holders in overconfidence. Moreover, thisassignment has been well-structured which will help the reader in getting the idea behind it(Cobb, 2016). Further, the report describes the summary of all the three articles and its analysisin deep. Furthermore, comparison of articles has been done on the basis of their key similaritiesand key differences. Along with that, on the basis of analysis, conclusion has been drawn of thistopic.
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